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Definition
1. Trait Theory-(Great Man Theory)-what traits does the "great man" have? ex. height, weight, physique 2. Behavioral Theories 3. Contingency Theories |
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Term
| Behavior Theories-2 categories(dervied from the Ohio Group Experiment) |
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Definition
1- Initiating Structure-looks for a way to get people to get people engaged in task and get work done 2. Consideration- found the behaviors all directed towards strenghtening the interpersonal relationships. |
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| "Ohio Group Experiment"- asks three questions: who is leader? what are goals? have you attained your goals- groups that did were asked what qualities did leader have that helped attain goals. |
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Definition
1. Fiedler-type of leader needed is based on type of situation there is. 2. Path-goal- a. leaders help emploees develop a path to their goals. b. then they help clear that path for the employee 3.Leader Member Xchange-process by which leader is traning and passing information to a new employee. 4.Situational Leadership-duh |
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Term
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Definition
1.Sheep (passive and dependant on leader)
2.Yes People(Activce but still dependant) 3.Alienated (Critical thinkers but passive) 4.Effective (critical and independent thinkers, active) 5.Suvivors (better safe than sorry) |
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Term
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Definition
1. Functional- you should want some sort of cognitive conflict in groups. 2. Dysfunctional- unhealthy, destructive |
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Term
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Definition
1. Structural Factors-specialization (hospital), interdependence (reliant on others to get job done), common resources, goal diff., authority relationships. 2. Personal Factors- skills and abilities, values and morals, cultural diff. |
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Term
| Management of Conflict, Effective |
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Definition
1. superordinate goals- appeal to greater good. 2.expending resources- if conflict is over lack of resources, then provide more resources. 3.change personnel 4.change structure 5.confronting and negotiating |
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Term
| Conflict Management Styles, measured on 2 thin |
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Definition
The five styles are mesaured on two things: assertiveness(extent to which you want your goals met) and cooperativeness(want to see other party's concerns met) 1.avoiding-low on both 2.accomodating-high coop, low ass 3.competing-high ass, low coop 4.compromising-in the middle of both 5. collaborating-high on both |
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Term
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Definition
| -any mental or physical activity that has productive results |
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Term
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Definition
| -narrow, explicit specification of task activities for workers |
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Term
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Definition
-method of job design that increases # of activities in a job to overcome the boredom of overspecialized work. -can avoid by job rotating and cross training |
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Definition
| -increasing the number motivational factors in a job. ex-giving the job more recognition or responsibility |
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Term
| Job Characteristics Theory (1st theory to look at a specific person in a specific job) |
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Definition
| -uses job diagnostic survey(JDS) which asks people questions about their job. The JDS gives you a motivating potential score (MPS). Five core characteristics. |
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Term
| 5 Core Characteristics for MPS |
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Definition
1.skill variety-degree to which job includes diff. activities and involves use of multiple skills. 2. task identity- degree to which job requires completion of a whole and identifiable piece of work. 3. task signif.- if job has impact on the lives of others 4. autonomy- if job provides freedom, independence. (the more someone tells you how to do your job the less proud of it you feel.) 5. Feedback for Job |
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Term
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Definition
CORE CHARACTERISTICS>CRITICAL PSYCOLOGICAL STATES> PERSONAL OUTCOMES -the modifiers that gets you from stage to stage are growth, need, and strength |
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| Critical Psychological States |
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Definition
1. experienced meaningfullness of work- is job valuable? 2. experienced responsibility- the employee feels personally responsible for results or work 3. knowledge of results- the employee knows and understands how effectivly the job is being performed...get correct feedback. |
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| Personal and Work Outcomes |
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Definition
1- increased motivation 2. increased quality of work performance 3. increased satisfaction 4. decrease turnover and absenteeism |
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Term
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Definition
-Edgar Schein 1. Artifacts- most important because they are observable and easily accessible. 2. Values- 2 types: espoused values are what members say the org. values, and enacted values are values reflected in way individuals actually behave 3. Basic Assumptions- |
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Term
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Definition
1. personal enactment- behaviors that reflect orgs. values 2.ceremonies and rites- (graduation)-reinforce achievement 3. stories- stories about the boss, employees 4. rituals- everyday org. practices 5. symbols (company mugs and pens). |
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Term
| Organizational Socialization |
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Definition
-process by which newcomers are transformed from outsiders to insiders. Has several stages: 1. anticipatory socialization(see other card) 2. Encounter (newcomer learns tasks for job). 3. change and acquisition(newcomer masters job) |
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Term
| Anticipatory Socialization |
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Definition
| encompasses all learning tha takes place prior to the actual work. Includes: realism (degree to which newcomers hold realistic job expectations) and congruence (looks at match between person's abilities and job requisities. and then matches org's values with indiv's. |
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Term
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Definition
1. Planned Change-results from deliberate decision to change shit in the org. 2. Unplanned- fucks people up. unforeseen change often imposed on org. |
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Definition
| Reasons: fear of unknown, fear of loss, fear of failure, disruption of interpersonal relationships, fear of personality conflicts, politics, cultural assumpt. |
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Term
| Managing the resistance of change |
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Definition
1. communicate the change to employees 2. engage employees and involve them in the process 3. provide empathy and support. |
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Term
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Definition
-based on force field analysis -if forces are equal, then change cant take place. -when forces for status quo outweigh the forces for change then take 3 steps: 1. Unfreeze(explain how change will benefit) 2. move the behavior (create new values) 3. Refreezing (establish new values as new status quo) |
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Term
| Fieldler's Contingency Theory |
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Definition
LPC-"Least Preferred Co-Worker" How do we observe what leader orientation's is? High LPC=people orientated Low LPC=task orientated Chart has 3 parts: Leader-Member Task Structure and Position Power. Task Oriented-Best at either end People Oriented-Best in the middle. |
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